an empirical, evidence based approach managing scrum...building self managing scrum teams: an...

BUILDING SELF MANAGING SCRUM TEAMS:

AN EMPIRICAL, EVIDENCE BASED APPROACH

SECRETS REVEALED BY A TINY PUERTO RICAN FROG!

A Webcast by Ravi Verma and Scrum.org

Moderated by Mark Noneman

• Free monthly Webinar by Scrum.org

– Register and suggest topics at Scrum.org/Scrum-Pulse

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• Improving the profession of software development

– Increased focus on empiricism and agility

– Continuous delivery of business value

– Building trust and respect between business and I.T.

About Scrum Pulse

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Quick Guidelines

About Ravi…

• Entrepreneur, Agile Coach, Agile Trainer:• Founder & Org Whisperer – SmoothApps• 16+ Years in Software Delivery / Consulting• AT&T, Cisco, Avaya, HP, Siemens, …

• Education:• Bachelors in Computer Sc. & Engg.• Masters in Entrepreneurship

• Certifications:• PST (PSF, PSM, PSPO), PSM II, PSPO II• Evidence Based Management Consultant• Change, Personality, Conflict, Motivation

1. What are self-management, motivation, engagement?• Are they related?

2. What is the level of engagement in the industry today? • Any financial impacts?

3. What causes self-management? What makes work engaging?4. How might scrum help?5. What if teams are disengaged and not self-managing? How

can we make things better?

Five questions we will discuss today…

But first…

~Min. Wage• Edwin Yulfo…

• Highly engaged• Highly motivated• Completely self-managing

• Got me thinking….

•What if our Scrum Teams were full of Edwin Yulfo’s…?• NOT talking about min. wage here• How can we get there?

•What is…• Engagement? • Motivation…?

• Types…?• Self-Management?

Are these connected?

“Degree to which people actively self-manage in their work”

– Intrinsic Motivation at Work, Kenneth W. Thomas

http://www.kennethwthomas.net/book1.html

Engagement

Engagement Self-Management

• “Fully involved & enthusiastic • Further organization's interests • Measurable emotional attachment to

• Job • Colleagues• Organization

• Willingness to learn and perform" • Not satisfaction, motivation, culture.

Engagement

Engagement Self-Managementhttp://en.wikipedia.org/wiki/Employee_engagement

• Desire to do things • Difference between…

• waking up before dawn to pound the pavement • and lazing around the house all day.

• Crucial in setting and attaining goals• You can influence your motivation and self-control

http://www.psychologytoday.com/basics/motivation

Motivation

EXTRINSIC• Not from work itself• Salary, bonus, perks• Compliance, rote behavior

Types of Motivation

INTRINSIC• Directly from work• Pride, accomplishment• Initiative, commitment

Intrinsic Motivation at Work, Kenneth W. Thomas, http://www.kennethwthomas.net/book1.html

Extrinsically Motivated

Engagement Self-ManagementIntrinsic Motivation at Work, Kenneth W. Thomas, http://www.kennethwthomas.net/book1.html

Intrinsically Motivated

Motivation Engagement Self-ManagementIntrinsic Motivation at Work, Kenneth W. Thomas, http://www.kennethwthomas.net/book1.html

• Four in 10 employees are highly engaged

• A quarter (24%) are disengaged,

• 36% can be described as either unsupported or detached.

• A full 60% of employees lack the elements required to be highly engaged.

Level of Engagement

http://www.towerswatson.com/en-US/Insights/IC-Types/Survey-Research-Results/2014/08/the-2014-global-workforce-study

Motivation Engagement Self-Management

• Where might your teams be today?• How do you know…?

• Where would you like them to be?

Level of Engagement

http://www.towerswatson.com/en-US/Insights/IC-Types/Survey-Research-Results/2014/08/the-2014-global-workforce-study

Impact of Engagement

http://towerswatson.com/assets/pdf/2012-Towers-Watson-Global-Workforce-Study.pdf

• Towers Watson 2012 Global Workforce Study…

Interested in a 17.5%

bump in profit?

Motivation EngagementMotivation Engagement Self-Management

How…?

Self-Management

Work Engagement Profile, Kenneth W. Thomas and Walter G. Tymon Jr., https://www.cpp.com/en/detailitem.aspx?ic=4852

Self-Management

What makes work engaging?

EnablersCHOICE

AuthorityTrustSecurityClarityInformation

MEANINGFULNESS

Non-cynical ClimateClear ValuesExciting VisionRelevant WorkWhole Tasks

COMPETENCE

Knowledge, models‘+’ve Feedback

Skill RecognitionChallenge

High non-comp. stds.

PROGRESS

CollaborationMilestones

CelebrationsCustomer Access

Measurements

EnablersCHOICE

AuthorityTrustSecurityClarityInformation

MEANINGFULNESS

Non-cynical ClimateClear ValuesExciting VisionRelevant WorkWhole Tasks

COMPETENCE

PROGRESS

CelebrationsCustomer Access

Measurements

MEANINGFULNESS

Non-cynical ClimateClear Values

Exciting VisionRelevant WorkWhole Tasks

Agile Manifesto1. Individuals & Interactions2. Working Software3. Customer Collaboration4. Responding to Change

Scrum Values:

1. Commitment2. Focus3. Openness4. Respect5. Courage

Vision Statement:(From Geoffrey Moore's ‘Crossing the Chasm’)For (target customer)Who (statement of the need or opportunity)The (product name) is a (product category)That (key benefit, compelling reason to buy)Unlike (primary competitive alternative)Our product (primary differentiation)

Planning Onion:

The Scrum Connection: MEANINGFULNESS…

CHOICE

AuthorityTrust

SecurityClarity

Information

The Scrum Connection: CHOICE

COMPETENCE

The Scrum Connection: COMPETENCE

PROGRESS

CelebrationsCustomer AccessMeasurements

The Scrum Connection: PROGRESS

•A mediocre solution to the right problem Is better than the perfect solution to the wrong problem.

•Define the problem before solving it!

So, what if it’s missing…?

•Use an empirical approach…• Transparency: Visibility, shared understanding of current state

• Inspection: Detect undesirable variances• Adaptation: Adjust the state to minimize further deviation from desired goals

Motivation Engagement Self-ManagementMotivation Engagement Self-Management

•Gather evidence for transparency with a reliable assessment

•One of many possible assessments in the market –• WEP Online Assessment…

Motivation EngagementMotivation Engagement Self-Management

Self-ManagementMotivation Engagement Self-Management

• Create transparency into the current state• Choose a reliable assessment

• Inspect and hypothesize the possible root-causes• Adapt the environment with surgical precision –

• Use the 4 building blocks• Distinguish between ability and willingness

• Be a servant leader• Look in the mirror (often) • Coach and be coachable

•Get external help• Without internal bias’s / baggage• Without 60 hr day job competing for time• With expertise in this area

•Consider baby steps…• Pilot assessment for a scrum team• Gap analysis / coaching• Effectiveness / ROI assessment

Suggestions…

1. Self-management, motivation, engagement are distinct but related

2. ~60% of employees are not fully engaged• Could reduce profits by ~18%

3. There are 4 Building Blocks that enable Self-Management• The Scrum roles, events and artifacts help us build self-managing teams.

4. Use a reliable survey, coupled with training and coaching for an Evidence Based Approach to Self-Management

In Summary…

Recommended Resources…

Let’s Talk…

Ravi.Verma@SmoothApps.com

www.smoothapps.com

http://linkedin.com/in/smoothapps

http://twitter.com/smoothapps

http://facebook.com/orgwhisperer

Ravi Verma The Org Whisperer

SMOOTHAPPS214-785-5570

• Tweet your questions @scrumdotorg, #ScrumPulse

• Or type your questions in the webinar chat window

About Scrum.org

Thank You!

Scrum.org/Scrum-Pulse | @scrumdotorg

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